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Post-Interview Assessment

Post-Interview Assessment

Post-Interview Assessment

The job interview is a crucial segment of the hiring procedure (Tasnim, 2018). To employ the most suitable applicants, hiring managers and human resource professionals must be adequately informed on conducting interviews efficiently. However, employers must be conversant with state and federal bans on asking particular types of questions during recruitment interviews to avoid claims of bias or discrimination in hiring. With adequate preparation, hiring managers and HR professionals can do the best employment interviews and obtain the information they require (Akter, 2018). Preparation stages include determining interviewing approaches, drafting the right questions, framing queries accurately, and improving listening abilities.

The interview was accomplished effectively and interview enabled the HR manager to understand if a candidate’s background, personality, and skills satisfied the job’s requirement. It also assisted in assessing whether a candidate would probably suit in with the company’s corporate culture (Gomes, 2017). The company’s long-term turnover costs were contained within an interview process and would lead to hiring the most suitable candidate. The candidate was also assisted from such an efficient interview since it helped him to understand if his career interests and needs would be fulfilled.

In executing an appropriate and accurate appointment method, the HR manager selects from various interviewing techniques. The choice depends on the enterprise and the corporate image. The kind of details the employer expects to attain and the nature of the position being filled is also essential (Nath, 2016). Interviewing strategies can either be structured or amorphous, with the primary objective of a structured interview being to pinpoint the job skills necessary for the role. The hiring manager invites a precise set of queries to all contenders for the post. This guideline ensures the evaluation and comparison of candidates easy and fair.

Telephone interview

The interview was conducted via phone with the primary objective of assessing the applicant’s experience, qualification, skills, and salary needs (Rozario, Venkatraman, Chu & Abbas, 2020). The manager eventually understoond if the considerations of the applicant were consistent with the position and the company. From this interview, the manager was in a position to:

  • Assess the candidate’s general communication
  • ability and explicit unclear content of the applicant’s
  • Question about regular job shift or gaps in
  • Have a direct discussion with the candidate about remuneration

Consultation planning

To aid in ensuring the reality and significance of the interview, the human resource manager prepared in advance. Before executing the interview procedure for the position, the manager completed the ensuing preparations: determined the critical triumph aspects of the position which included: the applicant’s understanding of operations and processes of work; marketing skills in terms of customer relations, sales and responsiveness, and knowledge on finances including assets, facilities, and equipment; listed down the most important grades, backgrounds, experience and features that a successful contender would have; made a list of skills, rates and types of expertise to employ in screening resumes; selected precise queries to decide whether a candidate has the critical triumph factor; decided the kind of interview procedure to be utilized; reviewed the job definition and the resume of the contender; held a planning meeting with the other members of the HR department; determined who will question the applicant, and planned the task and the follow-up procedure.

Interview questions

For both the applicant to get the best out of the interview, it was necessary to think the questions to ask carefully. Despite the significance of framing questions in advance, I did not go to the interview with a list of definitive answers in mind. The approach was to bear in mind the outstanding characteristics that a prosperous contender would have (Akter, 2018). The examination elicited facts that will prove the candidate’s ability to perform the job efficiently.

Therefore, I preferred open-ended queries since they encouraged the candidate to give longer answers and boost his strengths, job expertise, and knowledge. Open-ended questions gave me greater insight into the candidate’s character. They also helped gauge the candidate’s capacity to express his work experience, communication skills, level of inspiration, degree of interest in the job, and solve problems.

Below are some of the open-ended queries I used:

  • Please inform me about your prior work
  • What might you be anticipating to attain this new position?
  • Why are you interested in working for our organization?
  • What make you think you are fit for this new position?
  • How was your relationships with your former boss? How effective was the relationship in ensuring that you perform your duties? How would you improve your relationship if you join our organization?
  • Why was human resource your field of choice?
  • Kindly describe your styles of leadership and
  • Tell me how you bring a difference in our organization
  • Why is teamwork important in human resource management?
  • What were the challenging things in your internship?

Despite preferring open-ended queries, I also used several closed-ended questions to receive specific information direct responses from the applicant. These are some of the closed- ended queries I used:

  • How many years of experience do you hold in the HR department?
  • Have you ever operated from home?
  • Did you have fruitful relationships with your former boss?’

Interview Guide

Warm-up: This section’s objective is to create an atmosphere conducive to a free-flowing and open discussion. To break down the initial bashfulness, I requested the applicant to give simple facts about himself. I then went ahead to encourage the applicant to engage in a free ranging discussion.

Exploring discussion points: In this phase, the interview moved on to the applicant’s attitude, opinions, and experiences.

Core discussion: this part of the interview focuses directly upon the principal purpose of the interview.

Summary: The final phase allows the applicant to reflect upon the interview and add any views and questions.

Additional Considerations

In addition to the overall preparation aspects of the interview, I had additional considerations which included the possibility that the candidate could be over-prepared for the interview, therefore, affecting the impression he creates; the methods of following up with candidates after the interview, and the question whether and how to take notes during the interview. The overly prepared candidate can be a puzzle to understand if the applicant is fit for the position. Applicants can research from books, websites, and magazine articles what questions to expect in an interview and how to answer the questions (Gomes, 2017). Determining if a candidate is giving a truthful response to particular problems can be equally challenging for interviewers. Therefore, I did some research to ensure that the interview questions are not and develop follow-up questions to ensure that the applicant’s answers sound genuine and thoughtful rather than studied and coached.

Closing the Interview

I closed the interview by informing the applicant that the interview was ending and offered him the chance to ask questions. This opportunity was to allow the applicant to acquire clarifications on elements of the appointment and job conditions such as wages and benefits and working hours. I answered the applicant’s questions as frankly as possible (Gomes, 2017). In concluding the interview, I wanted to know if the applicant is interested in the position founded on the details supplied during the interview, asked about his availability, and enquired about his referees.

Evaluation and Areas of Improvement

In the hiring operation, decisions after an interview are complicated and difficult. A wrong employment will cost the organization waste of recruiting expenditures, training expenses, and a general waste of effort. The HR manager cannot just choose the applicant based on preferences and displeasures and individual bias. An interview carried out improperly does not mean that the applicant is not suitable. Therefore, having a formal evaluation procedure for post- interview assessment will assist consider the applicant reasonably and discredit any personal preferences and effects of other individual factors (Nath, 2016).

The three main criteria for evaluation were based on motivation, cultural fit/attitude, and motivation. If the applicant lacks any of the highlighted factors, it will be considered a wrong hire. The evaluation assessed the applicant’s educational background as essential since HM’s role is very technical (Gomes, 2017). The interview also considered the relevant work experience whereby the candidate had five years of experience, but the applicant had not gained the applicant’s skills; therefore, this made me consider him as a fresher candidate.

The evaluation also considered skills specific to the HM; thus, if the skills the applicant possesses aligned with the job. Team supervision skills were also evaluated by asking different demanding instances he faced while working in a team or handling a team. With this, I got to learn the best group dynamics for the contender. Administrative skills are also essential for a managerial position; therefore, I asked exploring questions on how he managed situations and how he does team handling in the face of a crisis (Tasnim, 2018). I gave the candidate a case and asked him his response; with this, I evaluated how thoughtful he was and how much time he took to answer to understand his problem-solving skills.

Proper written and oral communication is vital for nearly all positions. I, therefore, evaluated the manner the contender spoke and responded to check on his communication prowess. I also tested the applicant’s attitude to know if he has a positive/ can-do positive towards work. Cash is the only motivational aspect for specific individuals, whereas very few will possess tremendous regard towards the environment and nature of work (Akter, 2018). I probed to determine what factors motivated and how he would like to be managed.

With most of these considerations, the applicant proved competent in terms of how he responded and handled questions. However, he could not clearly explain his weakness, which should be an area of improvement. It is beneficial for him to acknowledge his weakness and improve them to become a more rounded individual (Gomes, 2017). However, he should not concentrate on his fault too much and should also avoid preventing people from finding out about his weaknesses and shortcomings since this will hinder his growth.

An interview is essential in the hiring process to recruit the most qualified candidate in an organization. Human resource professionals must, therefore, be adequately informed on how to do interviews properly. HR professionals and hiring managers should select the best interview method to obtain the information they require to make the right hiring. On the other hand, applicants should have a proper understanding of why they need a particular job and why they are the most qualified (Tasnim, 2018). They should also be prepared to explain their interest in the opportunity and why they are the best for the role.


Akter, M. (2018). An evaluation of human resource management practices of Beximco. Gomes, D. M. (2017). Recruitment and selection process of H&M Bangladesh.

Nath, C. D. (2016). Analysis of recruitment process Lafarge Surma cement Ltd.

Rozario, S. D., Venkatraman, S., Chu, M. T., & Abbas, A. (2020). Enabling Corporate Sustainability from a Talent Acquisition Perspective. Journal of Sustainability Research, 2(2).

Tasnim, Z. (2018). HRM Practices in Babylon Group Limited.


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Post-Interview Assessment

Post-Interview Assessment

Before  you interview people you feel fit the job qualification, you must  determine the criteria should you use while conducting a post-interview  evaluation.  After you have interviewed all the candidate you feel might  fit the job, there will be a tough choice between two or more equally  talented people. Therefore, you will want to hold a second interview for  the top two or three.

To help with this, answer the following questions:

How  do you decide which criteria are needed that you should use to evaluate  post-interview? Name a minimum for four. Explain why each is important  to the position you are hiring for.

What  major skill sets do you need the top candidate to have? Why? Explain  how you will figure out if they possess these skills?  What skills could  you do without, or train them to do? Why?

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